Note: This is a “think piece” written to stimulate your thinking about strategic HR. The idea of having a corporate function focused on managing labor resources is one that has been around for more than two centuries (corporate functions emerged following the advent of labor unions in the late 1700s). …

Someone recently asked me to name an aspect of talent management that has the potential to largely impact business performance, but that is essentially ignored by most organizations. It was a genius question … most talent management leaders spend hundreds of hours trying to marginally improve existing practices, but few …

Personalized marketing and mass customized manufacturing are powerful concepts that when adapted to recruiting can provide a strategic opportunity to successfully recruit even the most difficult candidates. While personalizing the recruiting approach to fit every candidate is nearly impossible, the growth of social networks has made it significantly easier to …

All new hires have the potential of bringing with them game-changing thoughts and ideas, but no matter how rare the talent found, seldom are major business successes ever attributed to recruiting, except in the case of “lift-outs.” While not for everyone (few recruiters have the cojones or the planning skills …

Employment reference checking and background screening should win recognition as the weakest of all corporate HR processes. A validity meta-analysis study conducted by Aamodt & Williams in 2005 found that the corrected validity coefficient for reference recommendations and actual job performance was a staggeringly low .29. Despite the facts, 96% of …

With access to and leverage of talent playing a more critical role in an organization’s ability to succeed than ever before, it should come as no surprise that the financial analyst community would start evaluating talent management capability when rating organizations. The fact that analysts historically haven’t paid much attention …

This article addresses five questions raised in response to Part 1 of this series published last week. It addresses the best ways to assess candidate performance pre-hire and when to use references. Question 1 — What are the most accurate indicators of past, current and future performance? Finding accurate real world predictors …

Employment reference checking and background screening should win recognition as the weakest of all corporate HR processes. A validity meta-analysis study conducted by Aamodt & Williams in 2005 found that the corrected validity coefficient for reference recommendations and actual job performance was a staggeringly low .29. Despite the facts, 96% of …

There are many lists that highlight great places to work. Fortune Magazine’s “100 Best Companies to Work For” andBusinessWeek’s “Best Places to Launch a Career” are two of the most compelling for general jobseekers. However, I have never come across a credible list designed specifically for those early in their career in the …

Over the past six weeks, we have attended eight large conferences that focus on or relate to talent acquisition. On the agenda in all but one were sessions dealing withemployee referral best practices (and Master Burnett and Gerry Crispin will be leading a discussion of referrals at ERE’s March 23-25 conference …